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Organizational behavior: affect in the workplace.

Arthur P Brief1, Howard M Weiss

  • 1A. B. Freeman School of Business and Department of Psychology, Tulane University, New Orleans, Louisiana 70118, USA. artbrief@tulane.edu

Annual Review of Psychology
|December 26, 2001
PubMed
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Workplace affect research, dormant for decades, revived in the 1990s. Recent studies explore the causes and consequences of employee emotions and moods, though challenges remain.

Area of Science:

  • Organizational Behavior
  • Psychology
  • Human Resources Management

Background:

  • The study of affect in the workplace experienced a peak in the 1930s, followed by a long period of limited research until the 1990s.
  • Traditional measures of job satisfaction as an affective state have been critically re-examined regarding their definition, causes, and measurement.
  • Recent scholarship has shifted focus towards understanding the generation of moods and emotions within the work environment.

Purpose of the Study:

  • To review the historical trajectory and recent resurgence of affect research in organizational settings.
  • To highlight key areas of recent investigation, including the antecedents and outcomes of workplace emotions.
  • To identify remaining theoretical and methodological challenges in the field of workplace affect.

Main Methods:

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  • Conceptual review of historical and contemporary research on workplace affect.
  • Analysis of literature focusing on the causes (stressful events, leadership, etc.) and consequences (performance, creativity) of emotions at work.
  • Identification of theoretical gaps and methodological limitations in current affect research.

Main Results:

  • A significant increase in research interest in workplace affect since the 1990s.
  • Identification of key triggers for moods and emotions, such as stressful events, leadership, and group dynamics.
  • Empirical links established between workers' affective states and various performance outcomes, including helping behaviors and creativity.

Conclusions:

  • Despite intense recent interest, the field of workplace affect presents numerous opportunities for theoretical advancement and methodological innovation.
  • Further research is needed to refine the conceptualization and measurement of job satisfaction and other affective states.
  • Understanding the nuanced interplay between emotions, work environment, and performance remains a critical area for future study.